Business Law (7) - Assignment Example

Likewise, it was also emphasized that “employees bring a range of career development issues (orientation, outplacement, work, and family) in the workplace” (Mallor, Barnes, Bowers, & Langvardt, 2013, p. 459); as such, career development models would assist in designing policies and programs that were indicated to be instrumental in addressing these issues and at the same time, provide ways and means for professional growth. 2. Why should companies be interested in helping employees plan their careers?

What benefit can companies gain? What are the risks? Companies should be interested, be involved and be committed in helping employees plan their careers because the benefits that would be accorded to the employees would reverberate in terms of higher productive and performance that is likewise beneficial to the organization. From among the benefits that the companies gain when they are involved in career planning and development are: ensured continuous supply of talented and competent employees as exemplified from the positive image that these companies exude; higher employee morale and commitment; maintaining a highly motivated personnel; and effectively using the resources which would be instrumental in achieving organizational goals and sustaining financial success.

The risks in assisting employees plan their careers are very minimal, which could include shouldering additional costs for career planning, development and management. 3. What are the 3 components of career motivation? Which is most important and why? Which is least important and why? The three components of career motivation are: career resilience, career insight, and career identity. Accordingly, career resilience is the ability of the personnel to address organizational dilemmas that affect implementation of their responsibilities.

Career insight was explained as the ability of the personnel to discern their strengths and weaknesses and to relate these to the goals which they have earmarked for their respective careers. Finally, career identity was defined as “the degree to which employees define their personal values according to their work” (Mallor, Barnes, Bowers, & Langvardt, 2013, p. 448). One firmly believes that the three components are equally important; but if one were to select the most significant, it would be career resilience, or the ability of the employee to cope with the problems and challenges that are being encountered in the work setting because it takes innate skills of introspection and problem-solving to be able to resolve problems and bounce back to the level of performance expected in the organization.

On the other hand, from among these components, the least important could be career identity because if the two other components are eminent, ultimately, the employee would eventually perceive personal and professional values (either consciously or subconsciously), as long as the organizational goals are effectively achieved. 4. What is a psychological contract? How does the psychological